Masters Degrees (Political Science (Mil))

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Browsing Masters Degrees (Political Science (Mil)) by browse.metadata.advisor "Theletsane, Kula Ishmael"

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    Analysing human resources acquisition in the South African military health service
    (Stellenbosch : Stellenbosch University, 2020-12) Letebele, Pelonomi Clementine; Theletsane, Kula Ishmael; Stellenbosch University. Faculty of Military Sciences. School for Defence Organisation and Resource Management.
    ENGLISH ABSTRACT: The SAMHS uses the Military Skills Development System to source candidates to join its ranks, reinforcing the Reserve Force component in contribution to fulfilling the national security mandate, and in fulfilment of its broadened role of socio-economic upliftment. This study focused on the human resource acquisition process in the SAMHS, interrogating the activities and procedures used to identify best talent among potential candidates and assessing its efficacy in aligning acquisition to employment opportunities in the SAMHS. Literature suggests that an effective, efficient and economical human resource plan, drawn within the ambit of relevant policies and guidelines and based on an ideal of professionalising the Force, is essential to facilitate the matching of potential candidates having requisite knowledge, skills, attitude and aptitude, to available organisational opportunities. The study used a convergent parallel mixed method to collect qualitative and quantitative data around the same period, and interpreted the overall results to best understand the situation. A phenomenological research approach was used to interrogate the SAMHS’ human resource acquisition processes. Sampling was done mainly through analysis of various documents to gain insight and enhance understanding of the processes followed by the SAMHS and for comparison with best practice. Qualitative data was further gathered using purposive sampling, by interviewing HR functionaries to supplement data gathered from records and to obtain their perceptions about the acquisition process. The findings portrayed the annual HR acquisition process of the SAMHS as adequate for getting the quantities needed but revealed gaps in processes for soliciting and identifying suitably qualified talents. The SAMHS has further not embraced emerging recruitment and selection trends, such as technologically-based platforms which are cost effective, save time, and have the potential to drastically improve efficiency. In its endeavour to bring about change, the study recommends transformation in the SAMHS’ human resource acquisition process by changing from a predominantly traditional, routine-based process, to evidence-based practice, informed by operational requirements, as well as the SAMHS’ capacity to train and be aligned to the allocated budget. The change would add a dimension of quality to the HR acquisition process, making it a purposeful and intentional process aimed at getting candidates of a specific calibre to benefit the SAMHS in its endeavour to execute its mandate.